Scrum.org

Faking Agile Metrics or Cooking the Agile Books

Scrum.org

TL; DR: Faking Agile Metrics — An Eye-Opening Exercise. Imagine you’re a Scrum Master and the line manager of your team believes that the best sign for a successful agile transformation is a steady increase in the Scrum Team’s velocity.

Using velocity as a management instrument? Don't do it!

Scrum.org

In organizations in which agile transitions take place, the ancient English proverb Blood is thicker than water is frequently appropriate. It is decided to adopt agile working, there is talk of Scrum, self-organizing teams, Sprints, standing meetings, sticky notes on the wall, etc.

SCRUM 251

Mind your language (if you want to be Agile)

Scrum.org

There are four key words in the first value of the Agile Manifesto: “ Individuals and their interactions over processes and tools ”. Most of us can spend countless hours debating the value of focusing on people and the dangers related to focusing on processes and tools.

Agile 271

The power of real teamwork

Scrum.org

[link] . A few years ago, I was part of a team that was starting to work together under very difficult circumstances: We had to finish a showcase in the Industry 4.0 area within just six weeks.

Course 262

Design and Run Experiments That Actually Progress Your Business

Speaker: Nick Noreña, Innovation Coach and Advisor, Kromatic

Experimenting as a way to explore new products, services, and business models can help eliminate the guesswork involved in building something your customers actually value. That said, it's often quite tricky to take your vision and figure out the first experiment to run. How do you get started? How can you ensure your experiments are well-designed? Join Nick Noreña, educator, entrepreneur, and currently an Innovation Coach at Kromatic, as he walks us through how we can figure out the right experiments to run for any product or service, and in organizations of all sizes.

Struggling with capacity in Sprint Planning

Scrum.org

. CONTEXT. Your Sprint is over. Your increment is “done”, you have coded cleanly, your unit tests and integration tests are bright green, you are proud of your work. The Sprint Review is running smoothly.

SCRUM 256

Are technical skills required to be a Scrum Master?

Scrum.org

As part of the Scrum.org webinar “Ask a Professional Scrum Trainer - Martin Hinshelwood - Answering Your Most Pressing Scrum Questions” I was asked a number of questions.

SCRUM 253

Scrum Value Pairs Retrospective

Scrum.org

We recently introduced our latest retrospective technique called Scrum Value Pairs , which helps Scrum teams improve areas of their process in regards to the 5 Scrum Values. As many of you know, those 5 values are: Focus, Openness, Commitment, Courage and Respect.

SCRUM 232

Sprint Retrospectives with Kanban

Scrum.org

“At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly” — The Agile Manifesto. A few weeks ago we considered the Agile Manifesto from a lean perspective.

SCRUM 238

Not All Feedback is Created Equal!

Scrum.org

Product Owners have a tough job. I was in a Sprint Review recently where the Scrum Team had some stakeholders talking about an idea they thought was excellent. So, like any studious Product Owner, they immediately typed up the idea and added it to their Product Backlog.

SCRUM 272

How to Design Strong Experiments

Speaker: Franziska Beeler, Head of Cloud Academy, and Tendayi Viki, Associate Partner, Strategyzer

When testing new business and product ideas, choosing the right experiment is just the beginning. After we have chosen our experiment, it’s important that we spend some time designing it well. Join Tendayi Viki, corporate innovation expert and associate partner at Strategyzer, and Franziska Beeler, Head of Cloud Academy at Strategyzer, as they walk us through the three key elements that help you design stronger experiments and come away with the evidence you need to advance your idea.

Myth: Having A Sprint Goal Is Optional In Scrum

Scrum.org

. Scrum is intended as a simple, yet sufficient framework for complex product delivery. Scrum is not a one-size-fits-all solution, a silver bullet or a complete methodology.

SCRUM 259

The Benefits of Integrating User Experience (UX) With Scrum

Scrum.org

Does your firm exceed your customer's expectations regularly? Is just meeting expectations good enough in your market? Businesses pursuing an improved ability to deliver customer value using Scrum face numerous challenges.

SCRUM 258

The Agile Workspace: The Undervalued Success Factor

Scrum.org

TL;DR: Agile Workspace Means Choice Among a Diversity of Spaces . If you want your organization to become agile, adding more whiteboards to the workspace will not suffice. You have to abandon the idea that the workspace is an assembly line for white-collar workers. You need to let go Taylorism.

Agile 248

Remote Teams and Virtual Facilitation

Scrum.org

I have my own biases, having seen co-located teams work very well and having struggled with “dislocated” teams, I often recommend my clients to reconsider “dislocated” teams. And by “dislocation” I am not saying you cannot have teams ten time zones away.

Walk a Mile in Your Customer's Shoes

Speaker: Steven Haines, Founder and CEO, Sequent Learning Networks

Product professionals use phrases like "voice of the customer," and "user experience" so often that it can be easy to lose sight of their actual meanings. How can we, as product professionals, learn to keep customers and users at the heart of our work? Join Steven Haines, globally recognized thought leader and author, as he guides us through a memorable journey demonstrating how you can walk a mile in their customer's shoes. He'll explore how, by developing true empathy for your users, you can ensure you're creating the features and products they actually want.

Scrum Master Engagement Patterns: The Development Team

Scrum.org

TL; DR: Scrum Master Engagement Patterns. Last year, I ran a (non-representative) survey on how Scrum Masters are allocating their time when working with a single Scrum Team.

SCRUM 249

Do You have Evidence of Your Agile Transformation?

Scrum.org

The term Agile Transformation is often mingled together with a series of other things, for example a business transformation or a digital transformation. These are however very different things.

Agile 199

Scrum - an Art of Decision Marking

Scrum.org

People always have questions and concerns about Risk management and Autonomy in the Scrum Team, like: How do we make sure the success of the product if the Product Owner is new or hasn’t had enough domain knowledge yet?

SCRUM 205

Beyond Mechanical Scrum

Scrum.org

At a recent training class one of the delegates spoke about their present company, about how it was the most “Agile” place he had ever worked.

SCRUM 251

Get Better User Insights With Wasteless Validation

Speaker: Tim Herbig, Product Management Coach and Consultant

Product teams tend to get ahead of themselves by rushing from idea straight to building a Minimum Viable Product (MVP). How can a product manager slow their team down and prevent them from wasting valuable resources? Join Tim Herbig, Product Management Coach and Consultant, as he introduces a new way of understanding MVPs and explores how you can approach validation without wasting the resources of your development team.

Asperger's and Scrum

Scrum.org

Last year I was fortunate to meet a couple who used the framework to help them live in a complex uncertain world. ( [link] ). Since then I've been approached by other people who have been inspired by them.

SCRUM 217

Five Invaluable Laws of Growth for Scrum Masters

Scrum.org

It's been a while since I wrote a blog, here is some good news, this is part1 of a 3 part blog series, inspired by the writings of John C. Maxwell, “The 15 Invaluable Laws of Growth: Live Them and Reach Your Potential.”.

SCRUM 198

The Agile Manifesto from a Lean Perspective

Scrum.org

“Everybody has their manifesto; let them talk their language, come to the people, and the people will decide” -- Prakash Raj. So where were you between February the 11th and 13th, 2001? Well, since you appear to have difficulty remembering, let me narrow things down.

Agile 259

Best Practices and Scrum

Scrum.org

In my Professional Scrum classes, I always get asked about best practices. It may be about facilitating events, Product Backlog refinement , defining value, forming Scrum Teams, or creating good Sprint Goals. No matter the context of the question, my answer always starts the same.

SCRUM 199

How User Acceptance Testing Can Save You Time and Money

Speaker: J.B. Siegel, VP of Client Services, Seamgen

Before a new product or feature goes into development, you have to gauge whether it will be a worthwhile investment. But what’s the best way to do so - and how can you get honest insights from your end users? Join J.B. Siegel, VP of Client Services at Seamgen, as he explores how to use wireframes and clickable prototypes to validate your product. He’ll discuss how user testing allows you to really understand your users - and how to use the insights to inform your product strategy.

How can Agile Leaders create the right context for Ownership?

Scrum.org

. Dispirited, unmotivated, unappreciated workers cannot compete in a highly competitive world. Frances Hesselbein. The core responsibilitie of the agile leader is creating the right context for the agile teams so they can thrive and self-manage.

Agile 259

Technical Debt for Non-Software Developers

Scrum.org

Warning - this post is not about Scrum. It is about Technical Debt in my home!!! Please do not judge me!! . So what is Technical Debt - .

Does Your Team Produce ‘Bugs’?

Scrum.org

Sub-title: Not Every Defect is a ‘Bug’. Name It to Tame It.” Dr. Dan Siegal coined that phrase as a way of handling difficult emotional responses. Applying a name to an emotion can help a person manage or conquer it.

SCRUM 250

What's a Manager's Role on a Scrum Team?

Scrum.org

Did you know the word “Manager” does not show up once in the Scrum Guide ? If I were a manager in a fortune 500 organization with a mortgage and two kids in college, I’d be concerned for my job.

SCRUM 253

How To Take Action on Customer Discovery

Speaker: Nick Noreña, Innovation Coach and Advisor, Kromatic

We all want to build successful products - and that means satisfied customers. Before anything else, you must understand what problems you can solve. The best way to do that is to get out of the building and start asking questions. But how can you make the most of those conversations, and ensure that you walk away with productive insights? Join Nick Noreña, educator, entrepreneur, and currently Innovation Coach and Advisor at Kromatic, as he covers how we can effectively action our findings from customer discovery conversations.

Addressing The Elephant: And Why Most Conflicts In Teams Are Invisible

Scrum.org

Conflicts are fascinating. Now, this may be the organisational psychologist in me talking, or the facilitator who senses them in the groups I work with. But the other part of me dreads them. They scare me. They make me anxious.

SCRUM 285

What Does The Scrum Master Do When The Team Is Already Mature?

Scrum.org

Every year I like to deliberately go somewhere far from the crowd to take a break and reflect. You can say that it's similar to a retrospectives. Often times I may not realised whether as a Scrum Master my service to the organisation is already effective or not.

SCRUM 242

Why does the Scrum Team need Self-Organization?

Scrum.org

To answer the question, let’s go through these two definitions of “Team” and “Self-Organization”. What is a team? Team is a group of people who work together, to finish a work or a destination. Somehow, it is a natural need, when the individuals feel, they can’t handle their work alone.

Icebreakers: Absolute Waste Of Time Or Do They Add Value?

Scrum.org

Using icebreakers to open a session is controversial to some people. I have attended many sessions in the past with different icebreakers and have facilitated many myself.

Make an Impact with Analytics and Journey Maps

Speaker: Kirui K. K., Co-founder and CEO of Tanasuk Africa

If you want to offer a better user experience, it can be tempting to track each and every data point in your product. However, this can quickly get complicated and overwhelming as you collect more and more data. How do you know which metrics will help you improve? Kirui K. K., Co-founder & CEO Tanasuk Africa, wants you to know that analytics don't have to be complicated to make an impact - no matter the size of your company. Join him as he explains how to create a customer journey map, then use that map to figure out the metrics you need to know - and how to use them.

Scrum and the Power of Diffusion of Responsibility

Scrum.org

On March 13, 1946, 28-year-old Kitty Genovese was stabbed to death in Queens, NYC, across from the apartment building where she lived.

SCRUM 231

Don’t blame “agile” for existing problems

Scrum.org

Why is it that when the going gets tough, “agile” gets the blame? There is so much online bashing of [insert random agile framework or method] going on, that it made me wonder if there is a pattern behind it. I believe there is. Where did “agile” start? Agile is nothing new.

Agile 239

Input, Output and Outcome

Scrum.org

Many years ago, I questioned myself about what makes a software product successful and what makes it fail. In project management, I observed that even we deliver the project within budget, scope, and time, it still has the jeopardy to be failed when launching into the market.

SCRUM 267

How To Handle Non Functional Requirements (NFRs)

Scrum.org

When working with teams new to Scrum, one of the questions I usually ask is "What are your plans to describe non functional requirements (NFRs)?". Typically the Product Owner already has a good handle on functional requirements (i.e.

SCRUM 276

The Six Principles of Persuasion

Speaker: Michael Carducci, CTO, Mago:Tech

As senior tech leaders, we often fall prey to thinking that a “good idea” and logical case is sufficient to get the desired response and result. We might be trying to get our CEO on-board with investment in a new technology or a rearchitecture effort, or we might want culture or process changes by our team. Our “good idea” is simply the beginning. An idea must be communicated; a case must be made; and ultimately other people must be persuaded to get onboard. Michael Carducci brings a fascinating background to this webinar. He’s a technologist and regularly works to help senior leaders improve their results. He’s also a professional mentalist and has been a student of psychology, human behavior and the principles of influence for nearly two decades.